Management Review in QS-9000

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#11
What metrics do you have? Scrap? What else? Your management should be setting some type of metric based goals. The question is, how are you doing against your metrics?

So - a quality goal may be a 2% reduction of scrap or a reduction in nonconformances by 10% might be a goal.

What can you quantify with data?

On another level, you might consider process improvements (you set certain goals with an FMEA, for example).
 
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D
#12
Thanks for the info! Pre-assessment was this week and we came out with no majors! - Thanks to alot of help from this forum.
Gota problem though... Can someone help me out on what some standard quality goals would be?
 

Kevin Mader

One of THE Original Covers!
Staff member
Admin
#13
Dawn,

What I like to keep in mind when creating, what I refer to as the key business statistics, I try to pick processes with easily measured output (meaningful to the organization). Mark mentioned scrap. While this is captured as dollars in your Cost of Quality reporting, how about the output? How many parts per million defective, what processes feed into the "scrap" process, how much from each, what are the top x reasons contributing to scrap, what are the top x products accounting for a majority of the scrap? The list can be as big as you want it to be. Start small, keep it manageable.

The idea is to determine where you are today (measured output). Each organization is different, so ask your senior managers what they would like to see.

Determine your inputs (contributors to scrap). I would suggest statistical tools here; SPC, Pareto, and the like.

Determine your quality goals (reduce scrap). If you are using SPC, you may be able to determine if the process is capable and predictable. In this case, you will be able to set practical goals. If you do not, then it becomes a more difficult task, and goals are set arbitrarily. This does not mean that your organization shouldn't use arbitrarily set goals. It is important to keep in mind that their is danger in setting arbitrary goals (you don't meet your goal, the group becomes disinterested, or a reverse goal is achieved).

I like to pick a measure or two from key business processes. This way you can determine system effectiveness beyond the scope of internal quality audits and corrective action programs. I hope this helps.

Back to the group...

[This message has been edited by Kevin Mader (edited 03-09-99).]
 

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#14
Qualification - all have to be done once a year, but not all of them at every meeting if you meet more than once a year.
 

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#15
Has anyone seen any changes in interpretations by registrars?
 
Q

Qualiman

#18
If you use a basic form as an agenda and you annotate that form during the meeting you have your evidence. The file Mgmt_rev.pdf in the http://Elsmar.com/pdf_files/ directory is an example of a very simple management review form (agenda). It is for a very small company and is from several years - so you would have to update it and adjust it for your company, but that's not a big deal.

In so far as specifically addressing each element once a year, ask yourself how you do it. Some companies do this by way of dicsussion of presentation of audit findings (internal and external). If at 1 meeting you discuss audits (which should touch on every element - even if no findings were found in an element, that should be stated) you annotate that you did so.

If your auditor then says something like "Well, I see you wrote that you discussed audit findings and you say you touched on every element but how do I know you actually discussed every element..." I would suggest you get ready to request a different auditor. There is a point where things become 'stupid'. To go to the extreme a company would have to record every meeting on audio tape (at least) to catch every detail and to provide proof (evidence) of every detail discussed.
 

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#19
> > A recent ISO9001 continuous assessment highlighted that our management
> > review was lacking in the suitability (are the systems you have the
> > "right" systems) portion. The problem is the objective evidence. We were
> > told that usually the problem part of the management review is the
> > effectiveness (are your systems operating as they are documented)
> > portion and not the suitability portion.
> >
> > I am looking for how others are fulfilling the suitability portion of
> > the management review and how you provide the objective evidence.
> >
> > Thanks,
> > Ryan Fleser
> > FLESERR -- VTC.COM

Subject: Re: Q:Management Review/O'Leary
Date: Mon, 21 Apr 1997 20:02:35 -0600
From: ISO Standards Discussion <[email protected]>

From: picker.com "Daniel J. O'Leary"

In management reviews we address the problem with a statement in the minutes. We believe that suitability is a conclusion that you draw based on the information presented. We may say the system is suitable or we may say it is suitable after some changes have been made.

Our minutes, the quality record, have these defined requirements.

The meeting AGENDA

List of attendees
1. Strengths of the Quality System noted during meeting
2. Weakness of the Quality System noted during the meeting
3. Corrective action assignments made during made during the meeting
4. A statement of the suitability and effectiveness of the documented procedures and instructions
5. A statement of the need to redefine management's Quality Policy, Quality Objectives, and commitment to Quality
6. Objective evidence of effectiveness presented during the meeting

The minutes of the meeting are reviewed and approved by the Quality System Management Representative and the Vice President & General Manager.

Dan O'Leary CQA, CQE, CQM, CRE
picker.com
 
A

Alex Grguric

#20
Management Review

QS requires that a yearly review of the quality system is conducted. Our approach is to review each of the elements with the element coordinators and the management representative.

Please give me some feedback on what others do at mgt review meetings.
 
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